...TransCanada’s Keystone pipeline was proposed back in 2005, and has been in commission since 2010. When completed it would enable Canadian oil to access refining capacity on the U.S. Gulf Coast. The final phase of the pipeline dubbed the Keystone Pipeline XL, is currently waiting for U.S. approval. The total route of the pipeline is proposed to be 3,456km, as it would carry crude oil from Alberta to the gulf coast. President Obama is said to make the highly controversial issue deciding the fate of the pipeline later this year. Ultimately the Keystone XL Pipeline is one of the biggest issues for President Obama in his second term. The people who support the pipeline believe it would bring opportunities for thousands of jobs across Canada and...
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...Describe a Case The school to prison pipeline is a societal issue. The school to prison pipeline is also an issue in the field of social work as well. My case is based from Wilson article, (2014), Turning off the School-to-Prison Pipeline. As a social worker I will encounter many situations regarding adolescents having difficulties staying in school. The alarming factor of the school to prison pipeline is the disparity between racial groups, specifically black students. Wilson article discuss many issues with the school to prison pipeline and solutions. Research suggest that community interventions are the best solution to the school to prison pipeline (Wilson, 2014). For example, training teachers on different cultures and back grounds,...
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...What is the Keystone XL Pipeline? What could be transported in it if built? Provide a reasonable argument for why this pipeline should be built. Provide a reasonable argument for why this pipeline should not be built? (use the Internet to help you on this research) (12 points). Keystone XL Pipeline is projected to be the safest and most advanced oil pipeline operation in North America. It is said to provide infrastructure to North American oil producers, produce jobs, create long-term energy independence and boost the American economy. Running 1,179-miles, and having a 36-inch-diameter, the pipeline transporting crude oil would begin in Hardisty, Alberta, and would extend all the way to Steele City, Neb. Argue for: Along with transporting oil from Canada, the Keystone XL Pipeline will support the oil production in the United States by allowing American oil producers more access to the large refining markets found in the American Midwest and along the U.S. Gulf Coast. This construction project will also create almost 50,000 indirect and direct jobs. This pipeline also has monetary benefits for local and state governments by paying states hundreds of millions of dollars in taxes. The Keystone XL Pipeline will transport 830,000 barrels per day of crude oil from Canada, a trusted partner in oil production, and one of the top three producers in the world...
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...Keystone XL Pipeline What kind of government can force citizens to sell property from rightful owners and give foreign corporations the right to use this land? This was the case in Direct, Texas where Julia Crawford lost her land to TransCanada, the energy company that builds and operates energy infrastructure in North America. TransCanada was able to legally condemn her land and now her thirty-acre cattle pasture is now home to Keystone XL’s southern leg that runs through Oklahoma to the Gulf coast of Texas as broadcasted via National Public Radio (NPR). TransCanada certainly does not believe in Aldo Leopold’s view of The Land Ethic. In Leopold’s book A Sand County Almanac, Aldo Leopold writes of the community concept in his Land Ethic. This...
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...Harvard Case Study Stryker Corporation: Capital Budgeting Term Paper Laini Tsang Golden Gate University MS Finance, FI 312 Summer 2013 Stryker’s Capital Budgeting Harvard Case Study Table of Content Case Background and Summary Pharmaceutical Industry’s Landscape Stryker’s New CERS and why it is “painful”? Propositions Conclusions 2 Stryker’s Capital Budgeting Harvard Case Study Case Background and Summary Founded in 1941 in Michigan, Stryker Corporation is a fast-paced company with continuously exceptional growth rates. Over the last 27 years, the company historically increased revenues by 20%. The company’s culture prides itself on service ethics, integrity, innovations, accountability, and customer relationships; it is one of the world’s leading medical technology companies with history of successful stories. Stryker’s products focus on implants for joint replacement, trauma, spinal surgical products, neurologic and endoscopic equipment. The company has well diversified product portfolios with solid fundamentals. Over the years, the company’s accretive mergers and acquisitions brought operational synergies and cost efficiency, strengthening the pipeline with increasing profitability. This paper examines Stryker’s capital budgeting process (CER – Capital Expense Request) and why this process, after its modifications in 2005, had slowed down the company’s internal capital project requests. From the company’s financials, we can see their capital...
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...Nucleon Case Study The date is December 1990 and Nucleon, a biotech startup specializing in R&D, is having a difficult time deciding which route to take to get FDA approval for their product (CRP-1), while still creating the most value for their company and obtaining funding for future innovations. Nucleon is one of 200+ biotech companies in a relatively new field, racing to gain a proprietary position through R&D efforts, but lack the capital and manufacturing capabilities to bring their product through clinical trials and to the market. Thus several options are available for Phase I & 2 of clinical trials, as well as Phase III and can be seen in Figure 1 below. At first glance of the Nucleon decision tree (Figure 1), it would appear that based on the values under the net present value (NPV) column that option C would result in the most financial gain and future success. Option C would involve Nucleon passing Phase I & II of clinical trials through contract manufacturing methods and then by scaling up in Phase III to produce the amount of product needed to pass FDA requirements and meet market demand. However, choosing innovation strategies is based not only on quantitative results like that of the NPV, but also qualitative results in order to weigh factors that are not so easy to quantify. When quantitative and qualitative factors are then analyzed, one can see that option E is in fact the most beneficial to Nucleon’s success. Option E involves Nucleon licensing...
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...Analysis of the Use of the Blue Ocean Strategy; Case Study Analysis on 14 Different Agencies Zainal Abidin Mohamed, Graduate School of Management/ Faculty of Economics and Management Universiti Putra Malaysia E-mail: zainal@econ.upm.edu.my ABStrAct Fourteen companies who have applied the use of Blue Ocean Strategy (BOS) participated in this study through the case study approach. Basically, the data were focussed on the four action framework of BOS namely eliminate, reduce, raise and create activities (ERRC) identified in each of the cases. The 14 companies were grouped into 6 categories and their ERRC activities summarised accordingly. Of the 76 activities that were raised and created, 42 were customer related of which 9 were new. Of the 40 in the created category, 20 were totally new while 6 were on governance and 5 long term investment projects. Keywords: Blue Ocean Strategy, Eliminate-Reduce-Raise-Create Framework, Competitor Irrelevancy, Competitive Advantage, Introduction The Blue Ocean Strategy is still relatively new and had been introduced only in 2004 by W. C. Kim and R Mauborgne. Its principles are simple but its operationalisation and implementation has yet to be properly synchronized. Courses and workshops trained by licensed BOS are still going on and the number of certified BOS graduates has yet to be felt. Nevertheless there are already agencies that declared that they are already in the midst of applying the said BOS principles. These are the target group...
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...and Using Information Systems, Wiley, 2006 (3nd edition) 2. A package of Harvard Business School Case Studies Additional Readings and Cases: Class handouts as needed. Course Description and Goals This course is designed to provide the current and future managers with understanding and appreciation of the issues that are related to the organization’s information technology assets. The course is not to educate technical specialists, rather, it is to give students a managerial perspective on the use of, design of, and evaluations of information systems that exist in organizations today. The objective of this course is to prepare students to manage information services in both today’s and tomorrow’s environment with its managerial, social, political, ethical and global issues. Conduct of the Course All students are expected to read the assigned materials (text, end-of-chapter discussion board questions (DBQ) and Harvard Business School case studies- HBC) before coming to the class. Some days we will discuss the materials in the text book. You are expected to be prepared to actively participate in this discussion, answering questions such as “What are the issues involved in ...?”, “What do the authors mean by ...?”, and “Give an example of...?” The second use of class time will be group presentation on the selected cases from the case study package. You will be assigned a group and lead the discussion for this activity. Those of you not assigned for...
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...(DBP) prepared business case studies for use in the Darden classroom and, simultaneously, for publication and sales worldwide through both its own website and those of partner distributors. The case collection was a key manifestation of Darden’s intellectual capital and value proposition; new cases kept the MBA curriculum relevant and imparted thought leadership by Darden faculty and researchers. But Steve Momper, DBP’s director, had grown frustrated by a backlog of work in process (WIP) and an average 86-day lead time for case publication. Future growth in the business required an expansion of capacity, yet budget constraints had forced the elimination by attrition of two editor positions. Momper knew that the editing and publishing process required significant rework. The time was right to call on Austin English, a Darden alumnus whose consulting firm, RCF Associates, specialized in continuous process improvement (CPI). The Existing Process In recent years, DBP had grown rapidly, yet its process had never been reevaluated in its entirety so, over time, legacies had led to inefficiencies. There was more emphasis on beginning projects as they were received than on finishing those whose editing had already begun. A motivated faculty member with a tight deadline might be forced to wait in line while a colleague allowed months to elapse before reviewing a draft. In some instances, so much time would pass that a faculty author not only would no longer need the case but would barely recall...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...GOOD PRACTICE CASE STUDIES IN UNIVERSITY-BUSINESS COOPERATION PART OF THE DG EDUCATION AND CULTURE STUDY ON THE COOPERATION BETWEEN HIGHER EDUCATION INSTITUTIONS AND PUBLIC AND PRIVATE ORGANISATIONS IN EUROPE EUROPEAN COMMISSION Directorate-General for Education and Culture Directorate C: Lifelong learning: higher education and international affairs European Institute of Innovation and Technology; economic partnership Public open tender EAC/37/2009: CONTENTS CONTENTS INTRODUCTION Scope of report Introduction to UBC Elements in the UBC Ecosystem 5 5 5 5 AIMS & METHODOLOGY Introduction Objective Process for selection Basis for selection Countries considered in the selection of the cases Case study partners 7 7 7 7 8 8 9 CASE STUDIES Case study key insights Classification of countries Nature of case study Case study quick-find 10 10 12 12 13 NORTHERN Europe Case 1: SEA, Denmark Case 2: ETM, Estonia Case 3: Demola, Finland Case 4: REAP, Ireland Case 5: Mobility at UL, Latvia Case 6: CSE, Sweden Case 7: SMIL, Sweden Case 8: SPEED, UK Case 9: IDI/Digital City, UK Case 10: Acua Limited, UK 18 19 25 30 35 41 46 52 57 63 70 76 80 84 90 96 EASTERN EUROPE Case 11: GIS, Bulgaria Case 12: TTO Pécs, Hungary Case 13: The Science and Economy Project, Poland Case 14: WCTT, Poland Case 15: Q-PlanNet, Romania 75 1 © Science-to-Business Marketing Research Centre CONTENTS SOUTHERN EUROPE Case 16: MUHC, Malta Case 17: PNICube, Italy...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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